Telling Your Story

by Angela Gallogly

Vice President of USA Operations, Advanced Team Concepts

http://www.atctraining.com

My friend and I got together over coffee last week, and he was detailing the challenges and rewards he's been experiencing with the start of a new professional endeavor. He's currently looking for financing and had the opportunity to do some important networking at a recent community function. He admitted that when a potential backer asked for details about his interests and efforts, he fell short on sharing a compelling and complete story.

This happens to many of us and has definitely happened to me. We have hopes, successes, needs and ambitions that we aren't able to articulate. When this occurs, we find ourselves surprised that what's in our head and our heart isn't communicated as easily as we thought it would be. It's not that we haven't got the ideas, the passion and the drive. We just haven't prepared our story. We fall short in the communication, and the result is often a missed opportunity.

Examples might include:

• Representing your business. Being able to verbalize your products and services, and why they're the best.


• Supporting a personal interest. Maybe you're passionate about a nonprofit or ministry effort and need to be able to educate and engage others.


• Looking for a job. When you're networking and interviewing, you've got to confidently and concisely communicate what you're interested in and why you'd be the best choice.


• Making a pitch at work. When you want to communicate a plan or idea, getting buy-in might depend on you telling the story well.

These are just a couple of examples, and of course I could list many more. But regardless of the situation, my experience has taught me the importance of preparation.

When I have an important story to tell, I start by writing it down. This allows me to add the appropriate details and edit any potential rambling or off-subject information. I like the idea of an elevator pitch - I imagine riding on an elevator with a key contact. In that amount of time, what would I want this person to know? I also imagine who this person might be so I'm writing to the correct audience. I usually create bullets, rather than a script, so I won't sound stilted and disingenuous. The last thing I want to do is deliver a rehearsed sales pitch. I want my story to be natural and real.

Then I practice. When you read your story out loud, you might find that it sounds different than you intended. This step often leads me to some additional editing. Once I'm comfortable with content, I practice until I can communicate each bullet smoothly, without relying on my notes. Then I know I'm ready to tell my story.

It might be a potential job or promotion, a sales opportunity, a fundraiser, or a new business process for your work team. Everyone has a story to tell. Think of your own. What do you care about, and where do you need support? Who will your audience be, and what will you say? Are you prepared? Don't miss your opportunity!

Virtual Teams

by Angela Gallogly

Vice President of USA Operations, Advanced Team Concepts

http://www.atctraining.com/

I've been spending a lot of time in the world of virtual team building. Lately, my team is spread out, my customers are busy and travel budgets are tight. This has resulted in a serious reduction in face time.

This isn't a bad circumstance. It just means that we have to work a little differently to stay connected. As I look around my office, I have to smile to myself as I examine the evidence of my own approach. There are three humming computers, phones, speakers, microphones and webcams, all leaving a trail of wires and power cords. This is great equipment. I just need to make sure it doesn't trip me up, both literally and figuratively.

For me, it's important to remember:

• To communicate differently in a virtual environment. Unless I'm on a video conference, my team can't see my body language, a huge piece of the conversation puzzle. I've got to ramp up the use of words and tone to communicate well.


• To keep information and projects visible. Text-only communication can be limiting so I try to keep team calendars and project timelines available. Graphics can also compliment the message.


• To use these tools wisely. For example, hosting a webinar is a fantastic way to train, whiteboard ideas, and share documents, but you need to feel comfortable with the tools you're using. I work hard to understand tool functionality, and I practice with it until I'm comfortable.


• To never forget the need for personal connection. If I have the ability to meet a team member or customer in person, I try to do it. If it isn't possible, I have to find other ways to build the relationship. Photos and video conferencing can help, but I have to be prepared to work harder and longer to build trust and relationship in the virtual world.

Trust and Respect

by Scott Airitam

President, Scott Airitam's Leadership Systems, LLC

I really want you to think about this one.

If you have ever been in a session (speech, workshop, or class) of ours where the concept of either Trust or Respect have come up, then you know that we consider both a choice. If you are the Leader of a team, you have to choose to trust the team members, even if they burn you, because to do anything else leaves you with an inability to be a "capital L" Leader. A person cannot Lead if they do not trust those who are following, and they cannot be a Leader if the people following do not trust them. Same with respect.

So, in my world, over the past couple of weeks, I have been burned. It doesn't happen very often with me, because Trust and Respect are two conditions I work very hard to create. Nevertheless, like those I help in my profession, I am called to be a Leader the right way.

Suffice it to say, that a small percentage of people I Lead have decided to pursue an agenda different than the rest of the team and have targeted me with accusations and such. It's been tough, but it is always a good lesson to be in this position. It is time to learn.

In this situation I was faced with one of the early questions of Leadership. In order to maintain a high performance team, I have choices: a) either I choose to trust and try to turn the situation around if I believe it to be salvageable, or b) I decide trust is not an option and I move to get rid of them. In making that evaluation, I promise you it would be easier to get rid of those in question and proceed with my agenda. However, I have seen the value that these people bring to the equation and I know it would be in the team's best interest if I worked on the situation a bit more. That means talking to those involved and figuring out why they've chosen the path they did. It might shed some light showing me what I may have done intentionally or unintentionally to create the conditions that allowed this situation to arise.

This is the type of insight a great Leader brings to the table. I will admit, that there is a time in any organization where there is a bad fit--and when that becomes the determination, it is in the team's interest for the Leader to step up and do the tough work--letting people go.

I thought I'd post this because it's a good example of how we walk the talk around here, but it is a better example of a real-world situation and the options we actually have if we stop and identify them.